The Scrum theory

Scrum is a framework in which people flexibly deal with complex problems. A product is delivered at the highest possible level in a productive and creative way.

Scrum was introduced around 1990; it is not a process or technology to develop products but a framework in which to use various processes and techniques.

Scrum is based on empirical learning, or experiential learning. Through experience knowledge is gained, and decisions are made on the basis of what is known at the time. Scrum deals with a repetitive step-wise approach to increase predictability and minimize risk. The three pillars of Scrum validate this work method: Transparency, Inspection and Adaptability. Do you want to know more about how Inside Outside Coaching works with this method? Look further on this page.

Scrum Values

When values such as courage, commitment, focus, openness and respect are accepted and adhered to in the Scrum team, the pillars of Scrum values come to life and build trust for everybody. These pillars are Transparency, Inspection and Adaptation.

The Scrum Team

The Scrum team consists of a Product Owner, a Development Team and a Scrum Master. Scrum teams are self-organized and consist of members with various specialisms. Within the Scrum  team are all the competencies necessary to do the work, without having to resort to others not part of the team. Thus the same quality of the team is guaranteed even if a team member falls off. The Scrum framework is set up so that flexibility, creativity and productivity are maximized.

The Product Owner

The Product Owner functions as a go-between between the client and the Development Team. He/she communicates the wishes of the client to the team. In addition, the Product Owner is responsible for maximizing the “product value” and setting priorities. In short, the Product Owner deals with the “what” of the product. To make sure that a Product Manager is successful, the whole organization must stand behind his or her choices. Nobody can or may allow the Development Team to work in another way.

The Development Team

The Development Team comprises specialists who work such that a “clear” product is available for delivery at the end of the sprint. The team is structured, is composed by the organization and conducts its own work. In short, the Development Team is about the “how” of the product. The synergy between team members defines the optimal effectiveness and efficiency of the Development Team.

The Scrum Master

The Scrum Master is responsible for adherence and understanding of the scrum framework and guides the process. Scrum Masters do this by ascertaining that scrum rules, theory and learning are adhered to by the Scrum Team. The Scrum Master makes sure that people outside the Scrum Team understand what interactions are useful and which are not. The Scrum Master helps everybody to convert these interactions into a maximal deliverable produced by the Scrum Team. To do this, the Scrum Master coaches the team members, and, if necessary, the stake holders within the organization. In addition, the Scrum Master plays a vital role in avoiding or removing impediments to its effective and efficient progress.

Scrum Events

The duration of a sprint may vary to between two and four weeks. It starts with a planning session and is followed by a daily scrum or short team meeting. The scrum is closed with a retrospective meeting. A Scrum is always time-bound and has a maximum period. When a sprint has started, it cannot be lengthened or shortened. Every sprint can be seen as a project extending not longer than a month.

The Sprint

The heart of the scrum is the sprint, a time-box of a month or less in which the best possible end product is delivered that is usable and ready for launching. Sprints usually have similar time periods through the development phase. A new sprint starts immediately after the conclusion of the completed one. Sprints comprise Sprint planning, daily Scrums, development work, the Sprint review and the Sprint Retrospective.
During the sprint;

• No adjustments are made that endanger the Sprint Goal;
• Quality objectives are not lowered;
• The tenor or “Scope” is clarified and once more deliberated between the Product Owner and the Development Team as more information becomes available

Sprint Planning

The work to be done during the Sprint is planned in the Sprint Planning. The planning is created by the cooperative effort of the whole Scrum Team. The Sprint planning sessions is maximal 8 hours for a month-long Sprint. The Sprint Planning comprises;

• What can we accomplish in this Sprint?
• How can we achieve the chosen work or task?
• What is the Sprint Goal?

Daily Scrum

The daily scrum is an event of 15 minutes for the Development Team to synchronize activities and to create a plan for the next 24 hours. The daily Scrum is held daily at the same time and the same place to reduce complexity.

• What did I accomplish yesterday that helped the Development Team to achieve the Sprint Goals?
• What am I going to do today to help the Development Team achieve its goals?
• Do I see an impediment for myself or the Development Team that could endanger the Sprint Goals?

Sprint Review

A Sprint Review is held at the end of a Sprint to inspect impediments and to make possible adjustments in the Product Backlog. During the Sprint Review the Scrum Team and  the stake holders get together and discuss what has been accomplished in the Sprint. This event lasts for 4 hours for a one-month Sprint. For shorter Sprints the time is shorter.

Sprint Retrospective

The Sprint Retrospective is an opportunity for the Scrum Team to evaluate itself and to create a plan  to improve itself and to carry this through to the next Sprint. The Sprint Retrospective follows the Sprint Review and precedes the next Sprint Planning. This is an event that lasts for 3 hours bases on a one-month Sprint. The goals of a Sprint Retrospective are;

• Inspect how the last Sprint went in terms of people, relationships, processes and tools;
• Identify and ranking of the items that went well and potential improvements;
• To create a plan for implementation of these improvements to allow the Scrum Team to perform its tasks

Interested in knowing how Inside Outside Coaching works with this? Have a look at the retrospective page.

Scrum Artifacts

The Scrum Artifacts demonstrate work or values for transparency and to allow opportunity for inspection and adaptation. These Artifacts as defined by Scrum have been developed especially to maximize transparency of important information so that every participant has the same interpretation of the Artifact.

Product Backlog

The Product Backlog is an organized listing of everything necessary in the product and is the only source for requirements for any adjustments to the product. The Product Owner is responsible for the Product Backlog including its content, usability and sequencing. A Product Backlog is never complete. It takes shape as the product and its environment evolves.

Monitoring Progress Toward a Goal

It must be possible to summarize the total work still to be accomplished at any given time. The Product Manager keeps a close eye on this time line at every Sprint Review. The Product Owner compares the time line with previous Sprints in order to evaluate progress in view of the delivery of the final product in the required timeframe.

Sprint Backlog

The Sprint Backlog is the set of the Backlog items selected for the Sprint, plus a plan for the delivery of product increments and  to realize the Sprint Goal. The Sprint Backlog is a forecast by the Development Team on the functionality of the increments and the necessary work to deliver a “done” product.

Monitoring Sprint Progress

At any time during a Sprint, the total work yet to be done in the Sprint Backlog can be summarized. During the daily Scrum, the Development Team tracks this to see if it is possible to attain the Sprint Goal. By tracking the work yet to be done, the Development Team knows its progress.

Increment

Increment is the sum of all the product backlog items completed during a sprint, integrated with the work of all previous sprints. At the end of a sprint, the increment must be complete, meaning it is fully functioning, and in a usable condition and satisfy the definition of the Scrum Team.